Explains why true Scrum requires real team agency, not just self-management in name, and how lacking agency leads to ineffective, ritualistic Agile practices.
Explains how the Definition of Done evolves in Scrum, aligning team practices with organisational standards to ensure consistent quality, compliance, and business value delivery.
Scrum Masters are most effective when they combine leadership skills with technical, business, and organisational mastery to support teams, Product Owners, and change.
Explores how Scrum Masters and Product Owners balance leadership, authority, and team autonomy to ensure accountability, effective self-management, and organisational alignment.
Measuring individual cycle time in Kanban misleads teams, hides real bottlenecks, and harms flow. Focus on system-wide metrics like PCE, WIP, and throughput instead.
Continuous delivery is achievable for any software, regardless of complexity. Success depends on investment in automation, quality, and process improvement—not technical barriers.
Argues that the Scrum Master role requires proven mastery and real-world experience, not entry-level skills or certifications, and should be earned within the team, not assigned.
Explains how audience-based deployment and testing in production enable faster feedback, safer rollouts, and higher software quality by targeting real users and reducing risk.
Value in software is only realised through delivery. Frequent releases validate assumptions, reduce risk, and enable rapid feedback, adaptation, and continuous improvement.
Explains why promoting code through multiple branches slows delivery, increases risk, and suggests GitHub Flow or Release Flow as simpler, safer alternatives for deployment.
Explains how the Definition of Done evolves in Scrum, aligning team practices with organisational standards to ensure consistent quality, compliance, and business value delivery.
Explains why staggered iterations harm software delivery, increasing technical debt, and recommends cross-functional teams, test-first, and working software each sprint.
Scrum Masters are most effective when they combine leadership skills with technical, business, and organisational mastery to support teams, Product Owners, and change.
Continuous delivery is achievable for any software, regardless of complexity. Success depends on investment in automation, quality, and process improvement—not technical barriers.
Argues that the Scrum Master role requires proven mastery and real-world experience, not entry-level skills or certifications, and should be earned within the team, not assigned.
Value in software is only realised through delivery. Frequent releases validate assumptions, reduce risk, and enable rapid feedback, adaptation, and continuous improvement.
Scrum teams must deliver working software to real users every Sprint; true progress is measured by delivery to production, not just by completing internal work.
Professional Scrum Teams prioritise software quality, accountability, and continuous improvement, ensuring each release is reliable, defect-free, and delivers real value.
Many Scrum Masters lack core Scrum knowledge and technical skills, leading to poor team support. Learn key competencies needed for effective, measurable impact.
Explores how agile teams can achieve predictable software delivery through quality focus, effective release planning, and continuous improvement, despite inherent uncertainty.
If you've made it this far, it's worth connecting with our principal consultant and coach, Martin Hinshelwood, for a 30-minute 'ask me anything' call.
We partner with businesses across diverse industries, including finance, insurance, healthcare, pharmaceuticals, technology, engineering, transportation, hospitality, entertainment, legal, government, and military sectors.
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